Document 169190

Introduction
Living Up to Your Potential
Knowing the state of your industry, both
nationally and locally creates opportunities
for better, more objective business planning. Both complacency and over-eagerness
can stem from false assumptions about
what your home health care agency should
achieve.
Knowing the state of your
industry and the census of your competition will inform the process of setting goals
for your business.
In the Home Health Care U.S. Review,
Brazzell Marketing Agency uses Medicare
cost reports and other government sources
to create a data-based picture of America’s
home health industry. In addition, Brazzell
Marketing Agency offers The Brazzell
Report (www.TheBrazzellReport.com) so
home health agencies and allied businesses
can evaluate their own, local markets.
Copyright
Brazzell Marketing Agency
www.TheBrazzellReport.com
[email protected]
621 Nuckolls Curve Rd
Galax, VA 24333
(866) 272-3799
Contents
Is Your Agency Average . . . . . . . . . . . .
2
Where Your Agency Stands Nationwide
3
Competition Growth Slows . . . . . . . . . . .
4
What Percentage of My Census
Should be Medicare . . . . . . . . . . . . .
5
How Big is the Hospital
Marketing Advantage . . . . . . . . . . .
6
How Many Visits Patients Get . . .
7
How Much is Medicare Paying . . . . 8
How Big is the Home Health Market . . . . 9
What are the Most Competitive States . . 10
Focusing Marketing Efforts . . . . . . . . . . . . 11
Placing a New Home Health Agency . . . . 11
The Top Ten Agencies . . . . . . . . . . . . . . . . 12
Special Feature: Making a Tangible
Difference . . . . . . . . . . . . . . . . . . . . . . 15
Appendix I: The Brazzell Report . . . . . . . . 17
Appendix II: Why Market Metrics . . . . . . . 18
Appendix III: Branding Excellence . . . . . . . 19
Resources . . . . . . . . . . . . . . . . . . . . . . . . . . 20
Brazzell Marketing Agency
www.TheBrazzellReport.com
1
Is Your Agency Average?
Our analysis of Medicare home health cost
reports reveals that the average unduplicated
total census was 725 patients per agency, but
this number does not tell the whole story.
Executives often use the concept of average to
gauge their own performance (i.e. “Is my
company’s marketing performance above
average or below average?”). Any time you are
trying to summarize a monetary situation in
the U.S., average is rarely what most people are
doing.
The mathematical value of median often does a
better job of showing what most people are
doing in terms of money. Average is calculated
by adding up all the home health census totals
in the nation and dividing by the number of
agencies. Median means you line up all the
totals in order, and the median is the total in
the middle. The median home health agency in
the U.S. reported 294 annual patients.
Why is the median so far away from the
average? The top 20% of home health agencies
see 77% of the nation’s home health patients.
In other words, 80% of the nation’s home
health agencies see only 23% of the nation’s
home health patients! Nationally, the mathematical calculation of average does not reflect
“normal.”
Annual Unduplicated Total Census
National Average: 725
National Median: 294
a minority of agencies characterizes the industry
nationwide, this scenario does not hold true in
every market. Individual markets in the U.S.
vary widely in terms of whether the patient load
is dominated by one or two providers or spread
out among multiple providers. The presence of a
dominant home health agency can vary dramatically even in adjacent counties. In some markets,
enterprising, independent home health agencies
see more patients than the area’s dominant
hospital, and the independent agency does not
even know it. Whether an executive is planning
a start up agency or simply trying to prioritize
where marketing representatives will spend their
time, knowing if a market is dominated by one or
two providers or if the market has several strong
leaders can help.
While having the majority of patients served by
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2
Where Your Agency Stands Nationwide
To help executives get a better idea of
where their home health agencies stand
nationwide, we have divided the entire
nation into five groups ranked by number
of patients seen. Below we show the range
of annual census in each group.
Top 20% of Home Health Agencies
1st to 20th Percentile
Annual Census Range: 917 to 85,906
21st to 40th Percentile
Annual Census Range: 406 to 916
The Middle
41st to 60th Percentile
Annual Census Range: 209 to 406
61st to 80th Percentile
Annual Census Range: 98 to 209
Bottom 20% of Agencies
81st to 100th Percentile
Annual Census Range: 1 to 98
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If your agency sees 300 patients per year,
your agency is in the middle of the national
spectrum. If your agency sees 1,000 patients
each year, your agency is in the top 20%.
This stratification suggests a cautionary note
for entrepreneurs seeking to start a Medicare
certified home health agency. Notice that
20% of Medicare certified home health agencies see fewer than 98 patients per year.
Building a home health agency requires earning the trust and respect of the community,
especially the medical community. This can
be slow going.
While it is interesting to know how an
agency stands in the national rankings, executives can learn more from local data. The
average and median census varies widely
from county to county. There are multiple
markets where the top providers are not even
in the nation’s top 20%. There are other
markets where the average provider is in the
top 20%! For a home health executive to
know how many patients her or his agency
could and should be seeing, that executive
must know the norms for the specific county
or counties they serve.
To know the census of your competition,
visit www.TheBrazzellReport.com.
www.TheBrazzellReport.com
3
Competition Growth Slows
Most home health agencies have experienced downward pressure on their census,
and executives often blame increased
competition. National data provides mild
support for this assumption.
As a measure of the growing competition in
Medicare certified home health, below we
show the number of home health agency
cost reports submitted each year (hospital
cost reports and nursing home cost reports
not included). While the rate of increase
has cooled off roughly 30% in the latter
years, the number of active home health
agencies still seems to be rising sharply
each year.
Number of HHA Cost Reports
Number of Home Health Cost Reports
Submitted Each Year
10000
9000
8000
7000
6000
5000
However, keep in mind that many new home
health agencies do not make it or struggle for
many years. A large portion of home health
agencies do not report any census on their
cost reports, typically because their census
was so low that they were not required to
submit that worksheet. Roughly 10% of all
cost reports show no census and were from
agencies more than one year old.
One
should not assume that the new agency in
their area is what’s affecting the agency
census.
Only the local data can help executives know
if it’s the new or the old agencies gaining
market share. Knowing which agencies are
achieving marketing success can help a great
deal when strategizing about how to win
those referrals back or defend against new
competition.
4000
3000
2000
1000
20
02
20
03
20
04
20
05
20
06
20
07
20
08
20
09
0
Year
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While the number of patients seen by all
home health agencies actually went down 1%,
the average census fell 6% from 2008 to
2009. The median census fell 10%. As a
group, the top 1,000 agencies and the top
2000 agencies saw 2% fewer patients,
comparing 2009 to 2008. This suggests that
the increasing number of home health
agencies has reduced the size of the average
home health agency. It also suggests that the
increased competition is having a greater
affect on average size home health agencies
than it is on top 20% home health agencies.
*Calculated after throwing out all the cost reports that
did not show a census or showed zero.
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4
What Percentage of My Census
Should Be Medicare?
Traditionally, Medicare has been the
favorite payor of home health agencies.
Medicare’s approval and verification
methods have been less burdensome and
their payments have been more reasonable
than private insurance companies. However, this preference for Medicare patients
should probably be tempered by the fact
that commercial insurance companies
typically do not perform RAC and ZPIC
audits. There are reports from a few areas
of the country that private insurance is
becoming more like Medicare in terms of
both procedures and payment rates, but
Medicare still seems to be the preferred
payor in most local markets.
Thousands of certified home health
agencies are in network with Medicare and
nothing else. This is often not by choice.
Certified agencies seeing fewer than 700
patients per year and those without
accreditation often find it difficult to get innetwork with other payors.
Judging by cost reports, private insurance
makes up 42% of the nation’s home health
market. Agencies that are having trouble
getting in network with private insurance
are potentially separated from 42% of the
market.
This varies widely from area to area. In
some areas, private insurance makes up
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How Many Home Health Patients Pay
with Medicare:
Other
42%
Medicare
58%
more than 50% of the market. Get the local
information to know how big a role private
insurance plays in your counties.
This statistic also points to a suggestion for
gathering market metrics. In home health,
some of the more advanced market metrics
you can purchase are based solely on Medicare discharge and billing records. This may
not reveal the private insurance numbers and
potentially ignores 42% of the local market
or more. While these advanced metrics can
be beneficial, they should be supplemented
with metrics that count non-Medicare
patients as well.
The Brazzell Report
includes cost report data to show both
Medicare and private insurance totals for
each agency.
www.TheBrazzellReport.com
5
How Big is the Hospital Marketing Advantage?
Cost reports support the assumption that
hospitals have a marketing advantage over
free-standing home health agencies. We
can examine the proposition that hospitals
have an advantage because we have
collected three types of cost reports:
hospital, skilled nursing facility, and home
health agency. If a home health agency is
owned entirely by a hospital or SNF, the
agency can file its cost report as part of the
facility’s cost report. This gives us a
sample of home health cost reports that are
100% hospital owned and 100% SNF
owned.
The latest complete cost report set shows
that the average census of hospital home
health agencies is 964. The average census
from home health cost reports is 693. The
average census of skilled nursing cost
reports was only 401.
To further examine the concept that
hospital-based home health agencies get
more patients, we also sectioned out the top
20% of each category. We theorized that it
may be more appropriate to only compare
the most successful and established home
health agencies with home health agencies
owned by major institutions like hospitals.
The top 20% of hospital cost reports
showed an annual home health census of
3,244 patients.
The top 20% of home
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health agency cost reports showed an
average of 2,401 patients.
Whether we considered the market as a
whole or just the top 20% of agencies in each
category, hospital-based home health
agencies seemed to average 35% to 39% more
patients. Home health agencies based out of
skilled nursing facilities demonstrated no
such advantage.
The hospital advantage is probably understated by our methodology. Many hospital
affiliated home health agencies file separate
cost reports. These cost reports would have
been included in our home health agency cost
report totals, and the hospital affiliated
agencies probably increased the average for
home health agency cost reports.
Average Annual Census by Type of Cost Report
Home Health
Hospital
SNF
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0
200
400
600
800
1000
6
How Many Visits are Patients Getting?
When administrators are asked how their
agency is better than the competition, they
commonly answer, “We don’t count visits.”
The suspicion being that some agencies tell
their clinicians (especially physical therapists) that they get to make a certain
number of visits for a specific patient. This
complaint implies that some agencies are
making fewer visits than the patient really
needs. If this is true in a particular market,
administrators may be able to find evidence
of it in The Brazzell Report. If an agency
periodically provides fewer visits than
would seem clinically indicated, that
agency’s visits per episode calculations in
The Brazzell Report may reflect a lower
number of visits on average.
A lower visit per episode ration would not
prove care rationing, but the statistics can
provide some agencies with related marketing ammunition. Regardless of how a
particular agency decides on number of
visits per patient, referring physicians in
different markets repeatedly voice concerns
over whether patients are receiving enough
attention. If your agency incurs additional
expense by providing more visits than the
competition, you should get a marketing
advantage from this. Knowing your own
visit per episode ratios and how those ratios
compare to other home health agencies will
give you the data you need to prove this
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National Norms - Visit Ratios
Measure
Median
Episodes per Patient
1.81
Total Visits per Episode
23
SN Visits per Episode
10.89
PT Visits per Episode
4.84
OT Visits per Episode
0.75
ST Visits per Episode
0.13
MSW Visits per Episode
0.10
HHA Visits per Episode
2.59
sales strength to both prospective patients
and referral sources.
On the other hand, visits per episode ratios
can also be used as a management tool.
Administrators seeking to maximize agency
profitability will look for ways to minimize
visits per episode while not compromising
quality of care. If this is your goal, you can
compare your visits per patient ratios with
others in your region to gauge whether your
agency manages the best balance between
efficiency and quality.
www.TheBrazzellReport.com
7
How Much is Medicare Paying?
Payment per visit, per patient, and per
episode can also be used as management
metrics to gauge and diagnose issues
related to efficiency and profitability.
Obviously, Medicare pays per episode, not
per patient or per visit. However, if your
payment per visit ratio is higher than the
norm for your area, this is an indication
that your agency uses clinicians in a more
profitable way.
Similarly, if your average payment per
patient exceeds area norms, this suggests
another internal efficiency. Determining
exactly what you are doing right to earn a
higher payment per patient would require a
little more investigation. For instance, if
your episode per patient ratio is higher
than the norm for your area, then you can
attribute some of the payment per patient
advantage to the fact that you recertify
patients more often. If your episode per
patient ratio is normal, it may be the case
that your marketing strategy earns you
higher paying cases.
Medicare Payment Ratios
Measure
Avg. Payment per Visit
Median
$111
Avg. Payment per Patient
$4,177
Avg. Payment per Episode
$2,315
Of course, Medicare pays different rates to
different home health agencies based on
locality. Getting the local information can
give administrators a better idea of how
their charges compare to agencies getting
paid at the same rates.
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8
How Big is the Home Health Market?
Number of Agencies:
In the first half of 2010, 10,608 home
health agencies saw Medicare patients.
Number of Patients:
Home health sees roughly 6.2 million
patients per year. While this number
sounds like a large number, bear in mind
that this is only 2% of the U.S. population.
We estimate that in any given month, only
0.2% of the population will start a home
health episode.
Number of Agencies per State
For the following table, we looked at the
first six months of Medicare billing
records for 2010. We counted the number
of agencies with at least one Medicare
discharge in six months to create a count
of the active home health agencies.
Then we compared that count to the
population in each state. The People per
Agency calculation gives a measure of how
competitive each state is.
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State
Agencies
Population
People Per Agency
AK
13
698,473
53,729
AL
147
4,708,708
32,032
AR
169
2,889,450
17,097
AZ
106
6,595,778
62,224
CA
821
36,961,664
45,020
CO
143
5,024,748
35,138
CT
83
3,518,288
42,389
DC
19
599,657
31,561
DE
20
885,122
44,256
FL
1,253
18,537,969
14,795
GA
101
9,829,211
97,319
HI
13
1,295,178
99,629
IA
177
3,007,856
16,994
ID
43
1,545,801
35,949
IL
623
12,910,409
20,723
IN
200
6,423,113
32,116
KS
121
2,818,747
23,295
KY
100
4,314,113
43,141
LA
214
4,492,076
20,991
MA
135
6,593,587
48,841
MD
51
5,699,478
111,754
ME
29
1,318,301
45,459
MI
564
9,969,727
17,677
MN
198
5,266,214
26,597
MO
170
5,987,580
35,221
MS
52
2,951,996
56,769
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9
What are the Most Competitive States?
As a measure of competitiveness, we
compared the number of active home health
agencies to the population in each state (see
previous page for beginning of table).
State
Agencies
Population
People Per Agency
MT
33
974,989
29,545
NC
170
9,380,884
55,182
ND
21
646,844
30,802
The ten most competitive home health
states are:
1. Texas
2. Florida
3. Oklahoma
4. Iowa
5. Arkansas
6. Michigan
7. Illinois
8. Wyoming
9. Louisiana
10. Ohio
NE
68
1,796,619
26,421
NH
34
1,324,575
38,958
NJ
50
8,707,739
174,155
NM
69
2,009,671
29,126
NV
95
2,643,085
27,822
NY
189
19,541,453
103,394
OH
543
11,542,645
21,257
OK
236
3,687,050
15,623
OR
55
3,825,657
69,557
PA
336
12,604,767
37,514
RI
22
1,053,209
47,873
The ten least competitive states are:
1. New Jersey
2. Washington
3. Maryland
4. New York
5. Hawaii
6. Georgia
7. Oregon
8. South Carolina
9. Arizona
10. Mississippi
SC
67
4,561,242
68,078
SD
37
812,383
21,956
TN
141
6,296,254
44,654
TX
2,274
24,782,302
10,898
UT
81
2,784,572
34,377
VA
196
7,882,590
40,217
VT
12
621,760
51,813
WA
58
6,664,195
114,900
WI
123
5,654,774
45,974
WV
56
1,819,777
32,496
WY
26
544,270
20,933
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10
Focusing Your Marketing Efforts
Placing a New Home Health Agency
Focusing Marketing Efforts:
With limited resources and wide possibilities for service area, many home health
agencies often try to decide if one geographic area is better than another for
focusing marketing efforts. Just like the
previous pages showed which states are the
most competitive, a customized Brazzell
Report can show which counties and zip
codes are the most competitive relative to
the county’s population.
In general,
focusing marketing efforts in lesser
competitive counties, tends to yield better
results.
Focusing on the right competition also
proves beneficial. Customers (in this case
physicians and case managers) will ask for
many things, but not everything they
request will make them more loyal or more
active referral sources. Marketing executives and home health administrators need
to know what referral sources are responding to. The Brazzell Report assists with
this analysis. By identifying the more
successful agencies, The Brazzell Report
shows executives which agencies to focus
on. Knowing which agencies are succeeding and which agencies are shrinking* will
help executives determine which competitor’s have marketing plans worth emulat-
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ing and which competitors might be losing
referral sources.
Placing a New Agency:
If you are looking to start a new home health
agency anywhere in the nation, the previous
two pages can point executives to the states
that are the least competitive. However, this
information should be supplemented by local
reports (i.e. customized Brazzell Reports).
Within each state, the level of competition
varies widely from county to county. Even
Texas has several counties that are only
moderately competitive. Even Mississippi
has counties that are highly competitive.
*To trend growth patterns, an agency would need to
order more than one Brazzell Report in subsequent
years / editions.
www.TheBrazzellReport.com
11
The Top Ten
Biggest Home Health Agencies in the U.S.
by total unduplicated census
1.
VNS OF NY HOMECARE- New York,
NY
2. MERCY HOME HEALTH - Springfield, PA
3. UPMC JEFFERSON REGIONAL
HOME HEALTH - Seven Fields, PA
4. JEFFERSON COUNTY HOME
HEALTH AGENCY - Oskaloosa, KS
5. PARTNERS HEALTHCARE AT
HOME - Waltham, MA
6. VNA CARE NETWORK - Worcester,
MA
7. LAVANDA HOME HEALTH CARE
AGENCY, INC - Burbank, CA
8. VISITING NURSE ASSOC OF
CENTRAL JERSEY - Red Bank, NJ
9. VNA OF WESTERN NY - Williamsville, NY
10.HH SVCS OF SALINE MEMORIAL Benton, AR
Being number one is a marketing advantage
in and of itself. Some agencies that have
claim to being number one can use that fact
when marketing to referral sources who do
not use the agency (i.e. “Doctors refer to us
more often because X, Y, and Z. You should
see for yourself.”). High rankings can also be
used when selling directly to a prospective
patient. This marketing advantage will extend to recruiting and contract negotiations
as well.
Using local data available in The Brazzell
Report, agencies can see who is number one
for an individual county, city, or some combined territory. Agencies may have more
than one opportunity to claim some sort of
number one status or high ranking. One
could look at total census by cost report.
One could look at Medicare census as reported on cost reports (i.e. “Agency A saw
more Medicare patients than any other
agency in Harris County. This shows that
more doctors and more case managers recommend and prefer the senior-care available
through Agency A.). One could look at
something as specific as number of physical
therapy visits to say that an agency makes
more physical therapy visits than any other
agency in the region.
(Continued on page 13)
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12
The Nation’s Top Ten Medicare Providers
Ranked by Charges to Medicare
1. VNA OF SOUTHEASTERN CT Waterford, CT ($346,141,490)
2. VNS OF NY HOME CARE - New
York, NY ($207,785,166)
3. VISITING NURSE ASSOC OF
CENTRAL JERSEY - Red Bank, NJ
($52,089,705)
4. EVANGEL HOME CARE SERVICESHouston, TX ($42,345,655)
5. CATHOLIC HOME CARE Holtsville, NY ($41,533,427)
6. RESIDENTIAL HOME HEALTH Madison Heights, MI ($39,006,390)
7. CARING NURSE HOME HEALTH
CORP - Worcester, MA ($36,591,410)
8. REVIVAL HOME HEALTH CARE Brooklyn, NY ($35,089,524)
9. NORTH MISSISSIPPI MEDICAL
CENT - Tupelo, MS ($35,016,524)
10. PARTNERS HEALTHCARE AT
HOME - Waltham, MA ($32,706,893)
(Continued from page 12)
Redefining the geography also creates opportunities to express impressive rankings.
When agencies order The Brazzell Report
for multiple counties at once, they receive
reports for individual counties and an aggregate report that shows the list of counties as
one combined territory. Agencies can use the
aggregate report to see if they are number
one for an entire territory, not just a single
city or zip code.
When referring to a state as a whole or a region such as southern California, it can be
equally impressive to be one of the top ten or
top 20. This gives agencies that are number
two or three in very large markets opportunity to point out other impressive rankings
without revealing a local number two status
(i.e. “Did you know ABC Home Health was
one of the top ten home health agencies in
Southern California?”). Agencies ordering
The Brazzell Report are not limited to requesting counties as the area of interest.
Agencies can order a report for an entire
state or for just one city.
Agencies that are not hospital owned have
one more opportunity to claim an impressive
(Continued on page 14)
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13
The Nation’s Top Ten Therapy Providers
Ranked by Number of Physical Therapy Visits
1. VNS OF NY HOME CARE - New
York, NY (363,127 visits)
2. UPMC JEFFERSON REGIONAL
HOME HEALTH - Seven Fields, PA
(111,946 visits)
3. PARTNERS HEALTHCARE AT
HOME - Waltham, MA (94,466 visits)
4. VISITING NURSE ASSOC OF
CENTRAL JERSEY - Red Bank, NJ
(93,305 visits)
5. ADVOCATE HOME HEALTH CARE
SERV - Downers Grove, IL (82,012
visits)
6. RESIDENTIAL HOME HEALTH Madison Heights, MI (80,080 visits)
(Continued from page 13)
ranking. The Brazzell Report shows whether
each agency submitted a hospital, skilled
nursing facility, or home health agency cost
report. Agencies can exclude hospital and
nursing facility cost reports from consideration by phrasing their claims like this:
“Agency Q holds the distinction of being the
largest, independent home health agency in
Missouri.” Or “Agency G ranks among the
top ten independent home health agencies in
the state.”
Customers naturally and reasonably use size
and success of a business as an indicator of
stability and quality service. When agencies
know the extent of their own relative size
and success, they have the opportunity to
consider using the fact as a sales strength.
7. VNA CARE NETWORK - Worcester,
MA (74,790 visits)
8. CLEVELAND CLINIC HOME CARE
- Brooklyn, NY (71,232 visits)
9. GEM CITY HOME CARE - Dayton,
OH (68,743 visits)
10. AMEDISYS HOME HEALTH CARE
- Knoxville, TN (67,522 visits)
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14
Special Feature: Marketing Advice Column from Gary Brazzell
Make a Tangible Difference
-Say it Over and Over-
“Excellent firms don’t believe in excellence,
only in constant improvement and constant change.”
– Tom Peters, a renowned management consultant Business always has been and always will
be about “What have you done for me
lately?” From the way you respond to your
employees to the way your referral sources
respond to your agency, a success this
quarter always overshadows a success from
a year or two ago. Constant improvement
and change ultimately increases referrals,
but only under certain circumstances.
If a provider wants referral sources to base
new referrals on anything other than
personal relationships or corporate
allegiance, that provider must differentiate
itself in its community.
Sometimes,
differentiation can be as simple as being the
one that does the most physician
education or the most physician
courting.
However, in today’s highly
competitive home health market, further
differentiation is usually required to gain a
competitive advantage.
Providers sometimes attempt to differentiate themselves with exciting descriptions
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such as, “pioneering,” “more caring,” “heroes,”
“premier,” etc. Administrators should bear in
mind that medical referral sources are both
highly educated and highly inundated making them rather impervious to unfounded
advertising-speak. Doctors will be looking
for proof of marketing claims. In physician
oriented literature, if one states that the
company is a pioneer, one should also explain
what new ground that company broke. For
the best effect with referral sources, blend
exciting descriptions with factual support.
The question becomes for each owner and
administrator, “What factual truth makes me
a better choice than my competitor?”
Using The Brazzell Report to collect
relevant local market data, marketing
managers can fashion proof of marketing
claims such as these (and more):
• “Patients you refer to us get more
attention. Compared to other agencies in
the city, cost report data shows we
provide 30% more nursing visits per
episode.”
www.TheBrazzellReport.com
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•
•
•
•
“Patients you refer to us get the
support they deserve. Compared to
other agencies in the state, we provide
25% more aide visits per episode.”
“Truly multidisciplinary care leads to
better results. Patients with XYZ
home health are 100% more likely to
receive a visit from a social worker, and
40% more likely to receive consultation
from an OT.”
“Certified in 1982, we are the most
experienced Medicare certified home
health agency in the region.”
“We are the largest independent home
health agency in the region.”
Other common ways to differentiate one
healthcare provider from the next include:
• Associating your company with a
highly respected brand or institution
• New programs
• New equipment
• Clinical outcome measures
• Specialized training
• Awards
• Satisfaction surveys
• Improved methods for interacting with
referral sources
A scheduled effort to make tangible
improvements to services on a regular basis
will help protect a provider from the
occasional successes of competitors. For
referral-based healthcare providers, the
constant improvement and constant
change can help garner new referrals
only under one condition. Providers must
Brazzell Marketing Agency
make referral sources aware of their services
and advantages. Retail has the fantastic,
inexpensive tool of in-store promotion. Referral-based healthcare providers, on
the other hand, must reach out to referral
sources in a deliberate and repetitive manner.
Marketing statements on fax cover sheets
and promotional inserts with mailed
correspondence can help improve lines of
communication with current referral
sources. Providers must open and maintain
lines of communication to effectively reach
and motivate the occasional or inactive
referral sources.
The communications
strategy should seek to make as many
impressions as possible short of becoming
annoying. Marketing efforts occasionally
have perfect timing. The rep walks in an
office on the very day that the competitor
irritated the referral source. More often,
however, the referral source needs to be able
to remember your marketing message at a
later date. This requires ongoing repetition.
Brazzell Marketing Agency specializes in the
communications needs of referral-based
healthcare providers. Communications ideas
are scattered throughout the Popular
Services Page of the Brazzell Marketing
Agency website [click here].
Paid
consultation services to evaluate and
brainstorm about communications plans are
also available.
www.TheBrazzellReport.com
16
Appendix I: The Brazzell Report
Understanding your industry nationwide is
not nearly as useful as knowing the same
data for your own local market. The
Brazzell Report makes local market metrics
available at a cost that is easily affordable
to any home health agency. Download a
sample report at
www.TheBrazzellReport.com.
Use the order form on the following pages
to order The Brazzell Report for your area.
The Brazzell Report brings together data
from multiple government reports
(including home health cost reports) to give
you the most current and cost-effective
market analysis tool possible. You specify
the counties for which you would like
market share data, and we produce a report
including:
•
A list ranking the top 25 traditional
leaders in your market according to
total census, Medicare charges, and
Medicare census.
•
A table showing each agency's exact
total census, Medicare census, and
Medicare to other insurance ratio. This
ratio identifies agencies whose marketing plans are more successful at
garnering a larger proportion of higher
paying Medicare cases.
Brazzell Marketing Agency
•
Tables detailing each agency's number of
visits per episode, number of episodes per
patient, utilization of each discipline, and
other marketing and management
metrics.
•
A chart comparing your selected area to
national norms in terms of elderly
population, population density, number of
home health agencies, average census, etc.
Use the following order form to order
The Brazzell Report for your area.
www.TheBrazzellReport.com
17
The Brazzell Report
ORDER FORM (Page 1 of 2)
The Brazzell Report brings together data from multiple government sources to give you the most current and costeffective market analysis tool possible. Please read a sample report at www.TheBrazzellReport.com before
ordering. Contents: Census, charges, visits, and episode data based on 2009 cost reports for home health.
Price: $86 for the first county you specify. $74 for each subsequent county.
Your Contact Information:
Company:
Contact Name(s):
Contact Phone:
Contact Email Address:
How You Want to Receive the Report:
 Email
 Mail
 Both (+$21)
Mail The Brazzell Report to:
May We Add You to Our Email Newsletter and Announcements List? List your email address(es) below. We send
up to 12 emails per year, but usually much less than that. Unsubscribe at any time by clicking the link at the bottom
of each email.
Name Your Counties: On the following page, specify the areas for which you would like The Brazzell Report.
For most home health agencies, this will simply be a list of the counties you serve.
(Optional): We also provide the option of getting a report for an entire state or a single zip code. Purchasing a
report with a state or zip code territory is only recommended for agencies that conduct statewide marketing plans or
agencies that only serve very specific areas. Note, if there are more than 35 competitors in your given area, The
Brazzell Report will show specific data for the top 35 competitors in your area, your agency’s specific data, and
aggregate data for the area.
Toll Free: (866) 272-3799
621 Nuckolls Curve Rd / Galax, VA 24333
Fax: (276) 236-5070
E-Mail: [email protected]
www.BrazzellMarketing.com
The Brazzell Report
ORDER FORM (Page 2 of 2)
Area Name & State
Type (zip, county (county equivalent), or state)
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
Payment:
Credit Card:
Total Authorized Charge:
Card #: __ __ __ __ - __ __ __ __ - __ __ __ __ - __ __ __ __
CV2 (three digit code from back of card):
Name on Card:
Billing Address for Card:
Authorized Signature:
Fax credit card payments to: BMA at (276) 236-5070
Check:
Make checks payable to:
Mail check to:
Brazzell Marketing Agency
Brazzell Marketing Agency
621 Nuckolls Curve Rd
Galax, VA 24333
Exp. ____ / ____
Appendix II: Why Home Health Executives
Should Know the Census of Their Competition
•
In our experience, many home health
administrators asked to name their
fastest rising, serious competition, name
the wrong agencies. The fastest
growing agencies are the ones making a
difference to their referral sources. First
learn who they are so you can then
know whom to watch and whom to
beat.
•
It is impossible to truly gauge the
effectiveness of your marketing plan
unless you know what is happening to
your market as a whole. How much
your market as a whole is shrinking or
growing affects how you should judge
the growth of your own agency.
•
When you know how many referrals
your competitors are getting (in other
words, how many referrals you are not
getting), you can better predict the
possible gains from different marketing
strategies.
•
If you are starting a Medicare certified
home health agency, knowing the size
of your market and the relative size of
different competitors will better inform
the business plan and marketing plan.
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How can you estimate how many patients
your new agency will get without
knowing how many patients similar
agencies get?
•
Need more? Get six real-world examples
of how home health care agencies have
used The Brazzell Report to improve
their marketing plans. [Click Here]
www.TheBrazzellReport.com
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Appendix III: Branding Excellence
Just as customers use size and success as an
indicator of stability and quality, customers use
appearance to draw conclusions about a
business’s competence and reliability.
As
competition in the home health industry
continues to rise to unprecedented levels, home
health agencies should not allow their appearance to lag behind their actual quality of care.
Brazzell Marketing Agency provides assistance
with the research, writing, and design that can
ensure your agency appears to be as competent
as it really is. Being specialists in home health
care marketing, Brazzell can actually participate in the creative process for your brochures,
postcards, flyers, logos, etc. We can help you
find the success strategies that have worked for
others while avoiding the common pitfalls.
Brazzell Marketing Agency
Brochures: Professionally designed and
written, full color, and glossy for only 15¢
each. [Click Here]
The Logo You Always Wanted starting at just $189. [Click Here]
Postcards: Inexpensive yet impressive,
highly-targeted communication. [Click Here]
www.TheBrazzellReport.com
19
Resources
Data used to create the analyses in the
Home Health Care U.S. Review comes in
part from these resources.
The United States Census Bureau
Medicare OASIS-C records (Data set
January through June 2010).
2009 Medicare Home Health Cost
Reports:
2009 cost reports are the most current
set available for the types of comparative analyses in this report. Home
health agencies must submit cost
reports within five months of their
fiscal year end. Then processing the
reports to the point they become
available for public analysis takes up to
12 months. Therefore, the most
thorough set of cost report data
typically becomes available for analysis
17 months after a calendar year end.
Brazzell Marketing Agency
www.TheBrazzellReport.com
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